Human resource development

1. Human resource management
• Definitions of management:
• “The art of getting things done through people”
• “That field of human behaviour in which managers
plan, organise, staff, direct and control human,
physical and financial resources in an organized
effort, in order to achieve desired individual and
group objectives with optimum efficiency and
effectiveness”

2. • Human resources is a crucial subsystem in the
process of management
• “The total knowledge, skills, creative abilities,
talents and aptitudes of an organization’s
work force, as well as the value, attitudes and
beliefs of the individuals involved”

3.  Human resources play a crucial role in the
development of modern industries
 A nation with abundance of physical resources
will not benefit itself unless human resources
make use of them
 Human resources responsible for making use of
traditional industries into modern industries

4.  Lack of organization of human resources is
responsible for the backwardness of the nation
 Countries are under developed because their
people are under developed
 “ The difference in the level of economic
development of the countries is largely a
reflection of the differences in quality of their
human resources”

5.  Human resources management at organizational level
mean management of the human resources at all levels in
the organizational hierarchy round the clock and
throughout the year
 Different terms used to denote human resource
management- labour management, employee-employer
relations, personnel management, human capital
management, industrial relations, human resource
management

6.  Generally, human resource management is
known as personal management
 HRM means employing people, developing
their resources, utilizing, maintaining and
compensating their services in tune with the
job and organizational requirements

7.  HRM is concerned with the proper use of human factor, and
may be defined as that part of the management process which
is primarily concerned with the human constituents of the
organization
 It can also be defined as that field of management which is
concerned with the the planning, organizing, directing and
controlling various operative functions of procurement,
development, maintenance and utilization of labour force in
such a way that objectives of the company, those of personnel
of all levels and those of community are achieved

8. Objectives of human resource management
 To create and utilize an able and motivated
work force, to accomplish the basic
organizational goals
 To establish and maintain sound organizational
structure and desirable working relationships
among all the members of the organization

9.  To secure the integration of individual and group
goals with those of the organization
 To create facilities and opportunities for individual or
group development so as to match it with the growth
of the organization
 To attain an effective utilization of human resources in
the achievement of organizational goals

10.  To identify and satisfy individual and group needs by
providing adequate and equitable wages, incentives,
employee benefits and social security and measures
for challenging work, prestige, recognition, security,
status, etc.
 To maintain high employee morale and sound human
relations by sustaining and improving the various
conditions and facilities

11.  To strengthen and appreciate the human
assets continuously by providing training and
developmental programmes
 To provide an opportunity for expression and
voice in management
 To provide fair, acceptable and efficient
leadership

12.  To provide facilities and conditions of work and
creation of favourable atmosphere for
maintaining stability of employment

13. Functions of HRM
 Functions of management generally classified
into 2
 1. Managerial functions
 2. Operative functions

14. Managerial functions
 Planning
 Organizing
 Directing
 controlling

15. Operative functions
 Procurement of personnel
 Development of personnel
 Compensation of personnel
 Employees benefit schemes
 Maintaining good industrial relations
 Record keeping
 Personnel planning and evaluation
 Personnel research and audit

16. Components of Human Resource
Development
 1. Recruitment
 2. selection
 3. placement
 4. induction and orientation
 5. performance appraisal
 6. training

17. 7. career planning and development
 I. transfer
 ii. promotion
 iii. Demotion
8. compensation
 I. wage and salary administration
 ii. incentives
 iii. Bonus
 iv. fringe benefits

18.  Social and culture programmes
 Employee counseling
 Monetary rewards, etc.

19. Man power planning
 “Vetter” has defined the manpower planning as
the process by which management determines
how the organization should move from its
current manpower position to its desired
manpower position
 Through this planning, management strikes to
have the right number and right kind of people at
the right places at the right time, doing things
which result in both the organization and the
individual receiving maximum long run benefits

20. • It deals with manpower requirements in
future
• It is a continuous dynamic process and
man power requirement should be done
every year and revised periodically at fixed
interval keeping in view the yearly
manufacturing programme

21. Requirements of sound manpower planning
• It should be done sufficiently in advance
• It should be reviewed periodically, so that
modification or alterations if any can be
incorporated
• The planning should have top management
support
• It should be need based
• It should be economic in nature

22. • It should incorporate the elements of flexibility
and elasticity
• It should be efficient and effective in nature
• It should be simple and easy to understand
• It should provide definite instructions and
methods
• It should provide a suitable policy
• To be more effective, it should be rigid, but the
elements of flexibility and elasticity should not
be ignored

23. Factors affecting manpower planning
• 1. Working hours: Manpower
requirements is directly related to the total
hours worked per day by the employee in
an industry
• If number of hours for which a worker has
to work more, less man power will be
needed and vice versa

24.  2. Number of shifts:It is seen that
production falls in night shifts compared to
day shifts
 This factor should be considered while
running the factory in shifts and deciding
manpower requirements

25.  3. Nature of production: It means
whether we are manufacturing some
machine component or chemical product or
some gas or assembly items etc.These
affect the utilization of the plant capcity
which depends on machine or equipment
utilization and all these affects manpower
requirements

26.  4. Product mix: Complete set of products and services
offered by a firm
 In a mass production factory, once it is planned then
remains almost fixed
 5. Performance rate: Rate of perforrmance of workers
also affect the manpower requirement.
 If their performance is good, less workers will be
needed
 Working conditions, bonus schemes, incentive plans
also affect the efficiency of workers

27.  6. Hours lost: If the productive man hours
lost are less, their available product hours
will be more and vice versa
 Productive man hours lost can be due to
 i. Delays
 ii. Addition to operation time

28.  Delays can occur due to:
 1. Idle time due to waiting for material
 2. waiting for machines
 3. waiting for transporting equipment
 4. waiting for want of proper instructions
 5. waiting for power and services

29.  Addition to operation time may be due to:
 1. change in design and specification
 2. change in consumer needs
 3. use of oversize material, tools and
equipment
 4. Rectification and rework due to poor
workmanship, poor material or tools, defective
design,etc.

30. Steps in manpower plaanning
process
 1. Identifying manpower gaps:The audit of the
existing manpower in the organization will lead to the
identification of manpower gaps. It can be filled by
recruitments
 2. preparation of manpower inventory: It refers to
the assessment of the potential capabilities of present
workers-qualitatively and quantitatively
 The factual information like age,qualification, training,
experience, attitude etc. Will be noted and classify the
workers in various groups

31.  3. Forecasting manpower requirements:
 It deals with what an organizations
requirements will be and when that
manpower will be needed

32.  4) Man power programme:Programmes
are developed for recruitment, selection,
training, transfer, promotion and appraisal